SportsTurf provides current, practical and technical content on issues relevant to sports turf managers, including facilities managers. Most readers are athletic field managers from the professional level through parks and recreation, universities.
Issue link: https://read.dmtmag.com/i/714252
28 SportsTurf | September 2016 www.sportsturfonline.com FACILITY & OPERATIONS FACILITY & OPERATIONS small details will cost me. We have to carefully discern what, when, and to whom we can say "no" to. Sometimes we can negotiate a compromise but we have to be realistic (and polite yet firm) about what is and is not possible. Seek to understand rather than to be understood. "Oh, poor misunderstood me! If THEY only knew!" That line of thinking never got me good results. Over time I learned to step back and detach myself; only then could I begin to examine the big picture of why decisions were being made, or why things were the way they were. By accepting things as they are at that moment, I can move toward living in the positive and having a better outcome. However, just because I can learn to understand and accept something doesn't mean that I have to like it. It only means that I can let go of it and not waste time living in the negative. Change and Flexibility. I love change, but only if I am driving it, and I have found that if I try to inflict change upon other people, they will probably resist it. If I want to influence someone, a well thought out plan that is transparent, easy to understand and shows the benefits to him or her seems to work best. Most of the time, though, I am trying to manage change that is being inflicted upon me. Change is inevitable. You either adapt to change or fall behind. For me, trying to be flexible and positive has made me a better sports turf manager because ultimately, I am going to have to find a way to make the change work. If I keep my attitude positive, I will have more influence with others. But remember this: when the winds of change blow hard enough, the most trivial of things can become deadly projectiles. Culture. Every organization develops its unique personality or culture, often influenced by its leadership, but culture can also be shaped by powerful internal or external forces. Cultural change usually happens slowly (think of glacial movement). Most cultures likely have formalized policies for its community to follow, but also have unwritten customs that its constituency is expected to abide by. For example, where I work, making a donation to the Annual Giving Program shows my support of my school's mission and gets my name on the donor list in the annual report. Attending work-related social events (even just making an appearance) helps build goodwill. People notice your participation. If you want others to support your program, it definitely helps to support theirs. Discretion. I love transparency, but I understand and respect the importance of confidentiality. The easiest way to be cut out of the loop is to divulge privileged information. I am careful about what I disclose in public about other people or their ideas, especially if it is negative. Even in private, it's smart to be cautious; some things can be misinterpreted. In meetings, I have learned to stay composed when something is presented that I do not agree with. Remember, you are a professional; no pouting, no whining; think before you reply or hit send. I have found that unless I am specifically asked, my opinion is probably irrelevant. Need to vent? Seek a mentor, or someone you can trust. (And, for domestic harmony, try to avoid frequent venting to your significant other!) Credit where credit is due. Do you hate it when someone takes the credit for your work? The success of our school's sports turf and grounds management program is as a result of all of the people with whom I collaborate. I have found that personal relationships with coworkers, contractors, and vendors based on fairness and honesty breeds respect, loyalty, and trust. When we receive compliments about our grounds or sports fields, I say thanks but give the credit to the person or group responsible because I am grateful for and proud of our collective results. While I have honed many of my skills by learning the hard way, you can improve your skills the easier way by becoming active in the Sports Turf Managers Association and its local chapters. When I talk with other sports turf managers, I learn from their experience and gain valuable insight. There is no better way to learn how to manage a situation before it becomes political quicksand than from someone who has experienced it firsthand. Don Savard, CSFM, CGM, is the athletic facilities and grounds manager at the Salesianum School in Wilmington, DE. He is a Past President of the Sports Field Managers Association of New Jersey and currently serves the SFMANJ Board of Directors as an advisor. Don Savard, CSFM, CGM, at work.